Attachment_7_-_SMS_Playbook_(Including_BUILDER).pdf

Air Force Civil Engineer

Sustainment Management

Systems Playbook

Updated 04.01.2019 Attachment 7 - SMS Playbook (Including BUILDER)

SMS – Overview Introduction Base-Level Application Real Benefits Good Data Rolls Up OSD Requirements Implementation Support More than a Mandate Policy Adherence Playbook Purpose Operations Flight Labor Reporting for SMS Activities Frequency of SMS Assessments

Introduction

We are at the forefront of establishing a DoD-wide facility condition assessment (FCA) process that institutes standard processes throughout the Air Force for all built infrastructure. The ability to anticipate built infrastructure weaknesses, thereby preventing deterioration and failure as part of daily operations, is on the horizon and will change significantly how we budget, plan, and prioritize built infrastructure requirements. Bases that embrace this paradigm shift will reap the benefits much earlier than bases that do not. The Air Force Civil Engineer Center (AFCEC) Operations Directorate (AFCEC/CO) is actively managing the Air Force-wide implementation of the Sustainment Management System (SMS), a suite of web-based software applications developed by the Army Corps of Engineers to help leadership, facility engineers, technicians, and Activity Management Plan (AMP) Manager and Sub-AMP Managers decide when, where, and how to best maintain The Air Force’s built infrastructure.

The figure below details the different SMS systems and their corresponding applications.

Sustainment Management System Applications

Figure 1 Sustainment Management Systems

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Base-Level Application

At the installation level, SMS provides scenario, trend, and cost analysis capabilities. SMS automates the means of exploring different action plans under various budget scenarios. SMS’s Work Item Cost Analysis tool determines the return and return-on-investment (ROI) for each work activity type (i.e., do nothing, stop gap repair, repair, replace) to identify the most cost-effective options, showing the benefits of repair versus replacement as well as the consequences of deferring work for a given item. This makes multi-year work plans easier to formulate and funding requests easier to justify. Further, a base can analyze the total dollar amount attributed to an asset (e.g., HVAC unit) over its lifespan against its relative condition, perform root cause analysis, and determine if a project exists to remedy the problem.

SMS’s condition index trend analysis can search through base inventory to forecast the best time to initiate maintenance or repairs several years in advance, helping bases prepare out-year budgets and lower the total asset lifecycle cost of ownership. Bases can anticipate the optimum time (i.e., the “sweet spot”) to repair specific components and minimize the penalty costs incurred from deferring maintenance and later determine if work performed did in fact reduce the number of issues recorded against a given asset, resulting in lifecycle cost savings. Work items not completed in one year will be generated the following year at a higher cost due to inflation and for repair work types, increased the cost for additional deterioration. Constrained scenario analysis provides insight into what parts of the inventory will suffer at a given funding level. As a result, bases will see optimal facility performance out of the dollars invested.

Real Benefits

Even in its early stages, users of SMSs are realizing the benefits of this powerful tool. To be able to realize the benefits of SMS and implement proactive asset management principles, bases must establish an updated inventory. With the help of AFCEC’s Asset Visibility Team (AVT), the 721 CES at Cheyenne Mountain Air Force Station (CMAFS) inventoried and assessed nearly 400,000 square feet, or 98 percent of the installation’s facilities in only four days, noting the condition according to predefined standards in the SMS (BUILDER). CMAFS’s Deputy Mission Support Group (MSG) Commander (CC), Steven Rose, stated that implementing BUILDER with the help of AFCEC secured $8M in funding for issues previously unidentified. Before BUILDER implementation, facility assets only gained attention if something broke, while other unidentified issues existed and were left to fester. This drives to the basic principle of SMS: proactive condition assessments avoid reactive service calls.

On a larger scale, the 97 CES at Altus Air Force Base inventoried and assessed four million square feet of base facilities in four months, at a rate of 100,000 square feet per day. The 97 CES staff then designed its own Microsoft Access database to cross-reference failing facilities in the SMS to projects scheduled in the Automated Civil Engineer System – Project Management (ACES-PM) and the resources expended against the asset. To enable the MSG/CC to make more informed data-driven decisions, the 97 CES visually illustrated facilities in need of project funding and articulated root causes of recurring issues. Therefore, SMS served as an advocacy tool, ensuring needed resources are allocated appropriately.

Good Data Rolls Up

SMS provides enterprise-wide asset visibility of condition and geographic data, enabling higher levels of CE leadership to project long-term built infrastructure requirements. CE can also supplement or validate requirements models for the development of Activity Management Plans (AMP) that feed the Program Objectives Memorandum (POM) budgeting process and assist in the development of projects for inclusion in the Comprehensive Asset Management Plan (CAMP).

The Air Force can apply asset management principles to its real property portfolio based on refreshed data, which is essential in a highly resource-constrained environment.

OSD Requirements

In addition to the urgency in managing CE’s built infrastructure portfolio, the DoD mandated that all facilities and components in the Real Property Asset Database (RPAD) be inspected and rated using SMS or alternate data system which generates Facility Condition Index (FCI) by September 2017 to coincide with concurrent Financial Improvement and Audit Readiness (FIAR) requirements. Historically, the Air Force currently uses different methodologies (ex: E-Comet) for assessing the condition of its assets, but with the DoD mandate, this approach will change and become consistent across each of the military Services and DoD Agencies. This results in an inability to accurately plan, program, and budget work for facilities. Further, it blurs the connection between asset management best practices and benefits, such as reduced workloads and project funding based on more refined future year requirements. There is an immediate need to provide guidance (i.e., a standard assessment process) to the field to achieve the mission of standardizing, collecting, analyzing, validating, and maintaining accurate horizontal and vertical infrastructure data to support resource allocation and operational decisions.

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Implementation Support

To deploy and optimize the use of SMS and comply with the DoD mandate, AFCEC/CO is developing an SMS Playbook to publish the SMS Implementation Plan and provide standardized, base-level guidance for conducting facility condition assessments. The Playbook incorporates input (e.g., successes, best practices, lessons learned) from Operations Engineering Elements at several bases. Sections on SMS-specific guidance (e.g., BUILDER Supplemental Guidance) describe roles and responsibilities, desired outcomes, data sources, references, prioritization criteria, and practical examples for leveraging the SMS outputs to inform requirements. This Playbook will be deployed to the CE Portal by mid- August 2015 and incorporates the information currently contained in the FCA and Linear Infrastructure Playbooks, which will be retired.

More than a Mandate

As another element of CE Transformation and CE’s Asset Management philosophy, SMS represents a shift toward a proactive versus reactive asset management strategy. Instead of keeping assets operational throughout their lifecycle by relying primarily on corrective repairs (after a system or component has failed due to significant loss of function), this strategy focuses on condition-based repairs, which can be planned prior to failure with the support of SMS, resulting in higher performing assets at lower lifecycle costs. Base-level users will experience a powerful, user-friendly tool to support daily operations, and AFCEC and Headquarters AF/A4C will achieve enterprise-wide asset visibility to inform wide-scale resource allocation and strategic planning. SMS establishes a knowledge base that makes built infrastructure data more complete, consistent, reliable, and accessible.

Policy Adherence

The table below highlights the primary policy drivers of the SMS process. For a more detailed explanation, see the DoD Memorandum, Standardizing Facility Condition Assessments, in the References section of this Playbook.

POLICY APPLICABILITY

Executive Order (EO) 13327, Federal Real Property Asset Management (2004)

Requires all DoD Components to adopt a common process for conducting FCAs Requires a Facility Condition Index (FCI) to be recorded for all real property assets. Per Real Property Inventory Reporting guidelines, Condition Index (CI) is a required data element for all real property assets and is defined as, “a general measure of the constructed asset’s condition at a specific point in time. CI (also referred to as Facility Condition Index [FCI]), is calculated as the ratio of Repair (and Maintenance) Needs to Plant Replacement Value (PRV).”

National Defense Authorization Act (NDAA)

Identifies September 30, 2017 as the date for when financial statements of the DoD shall be audit ready (FCIs for every asset in the RPAD are a necessary metric for audit readiness)

DoD Memorandum, Standardizing Facility Condition Assessments (2013)

Requires all DoD Components to adopt a common process that incorporates the SMS modules developed by the USACE ERDC’s CERL

Requires all DoD Components to properly record an FCI for each Real Property asset on their installations in their respective real property databases

AFI 32-1001

Authorizes Playbooks as standardized CE business processes and operating procedures

Directs Standardized Facility Assessment Data Collection and Analysis using SMS Playbook (formally Facility Condition Assessment Playbook)

Table 1 Applicable Policy

Playbook Purpose

The purpose of this Playbook is to provide standardized and centralized base-level guidance to conduct FCAs, record FCA data into the appropriate SMS or comparable system repository, and utilize the SMS outputs to analyze, plan, and forecast future work requirements. By adhering to this guidance, base-level civil engineers will comply with EO 13327, NDAA 2010, and the DoD Memo: Standardizing Facility Condition Assessments. Further, following SMS guidance supports the foundations for doing asset management for the CE Enterprise, which is contained in PAD 07-02 and PAD

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12-03. Executing this process will enable the DoD to optimize the service life of all facilities across its entire asset portfolio, thus enabling a better ability for the DoD to achieve its mission even in the midst of tightening Congressional budgets.

Note: SMS implementation across the Air Force will be an on-going effort for years to come. Portions of the SMS Playbook are still under development as implementation and guidance for several of the systems (e.g., U.SMS and RAILER) are defined. This "living" Playbook will incorporate updates as both SMS Implementation and corresponding SMS modules mature, and it will serve as a prime repository for the latest information on implementation strategy and SMS/asset-specific best practices.

Operations Flight Labor Reporting for SMS Activities

Shop craftsmen that are assigned to actual time accounting (ATA) cost centers and are performing asset condition assessments (e.g., as members of an installation Built Infrastructure Assessment team [BAIT]) function in an overhead role. In keeping with the Requirements and Optimization (R&O) section and Operations Engineering Flight classification as an exception time accounting (ETA) work section, ATA personnel should be loaned to the Ops Spt / R&O 435 ETA cost center. More information is available on the Operations Work Force Management portal site.

Frequency of SMS Assessments

Installations will sustain and accurately maintain the SMS database on a regular, recurring, and routine basis. Sub- AMP Managers and working groups (at AFCEC and base) will work with their units to include timely and responsive Real Property Capitalization updates to SMS data as a standard process of Work Order closeouts and new equipment installations.

SMS data should be updated each time recurring, preventative, and corrective work has been completed. As craftsmen visit a facility, they should include time as part of their standard process to perform and update condition assessments.

After meeting the September 2017 deadline for completing initial assessments, OSD guidance mandates that installations complete approximately 20% of their SMS re-assessment cycle per year (i.e., 20% of total square footage).

Sub-AMP Managers and working groups must ensure occurrence of full Built Infrastructure Assessments is revalidated as automatically scheduled within SMS and/or at least once every five years.

Attachment 7 - SMS Playbook (Including BUILDER)

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Figure 2 High Level SMS Process

SMS – Implementation Plan: Overview

Purpose Key Milestones Roles and Responsibilities Tasks

Purpose

Provide guidance and coordinate efforts related to implementing SMS across the Air Force CE enterprise. This plan addresses those issues common to all SMS component systems. Individual implementation plans are being developed to address the specific tasks associated with implementing each of the specific SMS component systems (e.g., BUILDER, PAVER, and those in development). The overall purpose of this plan is to coordinate all SMS efforts with the outcome being standardized processes as an integral part of day-to-day business practices resulting in accurate and consistent asset data across the Air Force portfolio.

Data Sources and Data Exchanges

Real Property Data: Real property accountability information required for SMS modules will be sourced only from an authoritative system (e.g., GFEBS, DRRS-A, iNFADs, DRRS-N, TRIRIGA, and DRRS-AF). All real property information must be Real Property Information Model (RPIM) compliant

Geospatial Data: When GIS data is used to represent DoD real property assets, the SMS community/users will use GIS data from the component's designated authoritative source. In most cases, this should be the component Installation Geospatial Information & Services (IGI&S) program of record. DoDI 4165.14 will clarify the requirement for GIS data representing the location and extent of real property assets, and references the applicable DoD standards for developing and maintaining such data. All geospatial data shall be compliant with the Spatial Data Standards for Facilities, Infrastructure, and Environment (SDSFIE) in its most current version

Real Property Facility Quality Rate: SMS modules will become the only authoritative data sources to populate the FCI into the real property inventory system's "Real Property Facility Quality Rate" data field

System Reconciliations: Before October of each year, DoD Components shall reconcile data between SMS modules and their real property database

Condition Index Reporting

SMS-computed FCI will be entered in the "Facility Physical Quality Rate" data field for all assets on an installation’s real property database. This includes the CIs for facilities occupied/used by tenant organizations per DoDI 4165.70, "Real Property Management." CI data validation is to be annotated by the Real Property Office (RPO) who codes an "Asset Review Type Code" with "INSP" and entering the corresponding review date into the real property asset's record. No recorded inspection data shall be older than five years.

Real Property Assets Not Supported by a SMS Tool: Currently, there are SMS modules for Transportation Networks and Airfield Pavements; buildings; roofs; and railways. Modules for other built infrastructure (e.g., utilities and liquid fuel systems) are under various phases of investigation and development by CERL. For assets not presently supported with a SMS module, assessments shall be conducted with qualified personnel to determine existing physical deficiencies, estimate the cost of maintenance and repairs, and/or restore the assets to dependable operation using established industry cost guides to derive the FCI (e.g., Defense Logistics Agency [DLA]) use of the American Petroleum institute’s standard or assessing liquid fuels systems).

Inspection and Data Update Frequency: Installations will follow the user manual for each SMS tool to perform BIA.

The SMS tools are designed to allow facility maintenance technicians the ability to update facility data as they are performing their normal preventive maintenance rounds or responding to service calls. However, the condition data of

Attachment 7 - SMS Playbook (Including BUILDER) each asset shall undergo a comprehensive validation on no less than a five-year cycle at minimum (an average of 20% of installation assets should be re-assessed annually). It is recommended that condition validation coincides with the real property physical inventory requirement described in DoDI 4165.14, Real Property Inventory and Forecasting, Enclosure 3, para. 6.

Key Milestones

SMS implementation begins now. All real property assets shall have a validated FCI by September 2017.

Implementation of SMS across Air Force assets will be an on-going effort for years to come since the various SMS components are at differing levels of maturity and it will take some time to fully work through the process changes.

By March 2016:

o SMS Facilities data will be adequately populated to enable generation of infrastructure requirements to support development of the FY 17 Integrated Priority List (IPL), the FY 18 – 22 POM submission, the FY 17 – 19 Air Force Comprehensive Asset Management Plan (AFCAMP) and the FY 20 – 26 Air Force Activity Management Plan (AFAMP)

By September 2017:

o Linear segmentation will be completed for horizontal systems in accordance with the guidance provided in the AF/A7C memo dated 1 Apr 13, Subject: Air Force Linear Segmentation Implementation Guidance o Each asset in the Air Force built infrastructure portfolio (i.e., Facilities, Utilities, and Transportation

Networks Pavements (TNAP)) will have a facility condition index properly recorded in the real property data base based on inspections conducted using the SMS standard process completed for all facilities and facility components as required by the Office of the Under Secretary of Defense, Acquisition, Technology and Logistics (OUSD[AT&L]) memo dated 10 Sep 13, Subject: Standardizing Facility Condition Assessment o Sustaining, managing, and refining of SMS data will be fully incorporated into daily facility maintenance and repair activities. R&O normally does sustainment, management and refining of SMS data; which includes feedback from the facility maintenance and repair activities (known as Actual Time Accounting (ATA) Workgroups) as issues are identified and/or warranted during the corrective or preventive maintenance visits. Visit the AFCEC/COO series of Playbooks for further information.

ROLES RESPONSIBILITIES

AF/A4C

AF/A4C will provide policy and guidance and advocate for resources as appropriate.

Additionally, AF/A4C will provide:

Provide Sustainment Management System program oversight Provide Geographic Information System (GIS) program oversight Provide Real Property program oversight Integrated information technology solutions

AFCEC

AFCEC will ensure that the standard operating procedures contained in this Playbook are compliant with procedures put forth by OSD in addition to the following:

Review all proposed changes to the Playbook Propose revision to existing AFIs to incorporate SMS Propose substantive Playbook updates affecting resourcing to the CE Corporate Structure for approval Provide GIS expertise Provide Real Property expertise Track status of program implementation within AFIMSC Advocate for centralized contract funding Review and submit proposed changes to business rules and Playbook guidance and directives Manage centralized contracts as needed Assist the bases in executing BIA evaluations of real property assets and input data into

SMS

Track status of program implementation & compliance with this implementation plan Manage the centralized pavement evaluation program including programming and budgeting for pavement evaluations and pavement condition index (PCI) surveys Incorporate language in MILCON project contracts to provide BIA information in the appropriate SMS format at the time of turnover Obtain, where possible, enterprise-wide authority to operate (ATO) for IT systems associated with SMS

Base Civil Engineer Organizations

Populate and maintain, with support and assistance of AFCEC, SMS with complete, current, and accurate asset data needed to generate sustainment, maintenance and repair requirements for the installation’s built infrastructure

Incorporate ongoing built infrastructure asset data collection, validation, and management into day-to-day operations and maintenance activities

Assist AFCEC and MAJCOM with verifying/addressing SMS data issues Use requirements identified by SMS to develop and program projects per AFCEC-provided business rules based on gap analysis and risk assessment efforts Ensure vendors accomplishing maintenance/repair work by contract provide the needed updates to asset inventory/condition, including equipment/components, in the appropriate SMS format

Ensure that Base Maintenance Contracts have the necessary provision to perform BIA and maintain current and accurate data in the SMS database

Tasks

The following tasks outline the plan by which SMS will be implemented across the CE enterprise:

Attachment 6 - SMS Playbook (Including BUILDER)

SMS Implementation Tasks

SMS – Implementation Plan, Task 1: Strategic Communications

Description

Major Tasks

Estimated Completion Date

Reporting

Communications Plan

SMS represents a fundamental change in how business is conducted from installation level through to the Air Staff.

Additionally, SMS implementation will be a very dynamic process. A strategic communication plan is needed to consistently provide current and accurate information to all levels of the CE enterprise to continually emphasize the purpose for SMS and to advise on developments.

Completion of this task includes:

Determine the various communities to be reached, the appropriate methods of communications for each community, and the appropriate schedule/frequency of communications for each community

Develop templates for each communication outreach

Task appropriate entities to provide communications per the established schedule

Estimated Completion Date

On-going

Monthly to the Sustainment Management System Implementation Working Group (SMSIWG)

Quarterly to the Operations Program and Integration Program Groups

Semi-annually to the Civil Engineer Council

Communications Plan

Scheduled Activities

AV Grams: Periodically published on SMS topics and made available on the SMS Playbook page at the CE

Portal and on the AFCEC COA SharePoint Site.

https://cs2.eis.af.mil/sites/11252/24048/assetvisibility/SitePages/Home.aspx

AFCEC COA SharePoint Site: Contains BUILDER PolicyDocuments, Education Programs, and Tips and Best Practices Information

Incorporating Feedback

On-going feedback is critical to ensuring guidance is clear and detailed for the bases. The Operations community has full access to the SMS Playbook on the CE Portal, which is the preeminent medium for communicating the latest information. On the CE Portal, there is the “Submit CE Portal Request” button in the upper right-hand corner of every page that readers can use to submit a question or feedback. These requests will be routed to AFCEC/CO for response. Additionally, the AFCEC Reachback Center collects calls and requests from across the CE enterprise and ensures that they are directed to the appropriate AFCEC office for a prompt response.

https://cs2.eis.af.mil/sites/11252/24048/assetvisibility/SitePages/Home.aspx

SMS – Implementation Plan, Task 2: Policy and Governance

Given the value of SMS to managing the Air Force built infrastructure and the DoD mandate to use SMS to determine the FCI for every asset in the Real Property Assets Database, appropriate policy needs to be formulated and promulgated to ensure compliance with a standardized method of entering asset data and appropriate controls placed on who has what type of access to the system. Current Air Force Instructions (AFIs), Management Internal Control Toolsets (MICTs), Playbooks, and other guidance will require review and revision to institutionalize the use of SMS while ensuring that SMS implementation is being performed the same way.

Determine and implement SMS access controls

Incorporate SMS usage in annual business rules development

Review and adjust playbooks to incorporate SMS

Review and revise AFIs/MICTs

Monthly to the SMSIWG

Quarterly to the Operations Program and Integration Program Group

Plan

Access to BUILDER data centrally controlled by Program Manager via CERL

SMS Playbook revisions coordinated and updated annually or as required

AFCAMP Playbook revisions coordinated and updated annually

SMS Playbook attached system Inventory and Assessment Manuals updated annually

SMS – Implementation Plan, Task 3: Identify SMS Gaps

There are a number of systems that are not currently addressed by a SMS (e.g., water treatment/distribution systems, wastewater collection/treatment systems, electrical generation/distribution systems, mechanical plant/distribution systems, bridges, dams, vehicle barriers, aircraft arresting systems, airfield lighting systems, and airfield markings). The purpose of this task is to identify what systems are not currently addressed by a SMS and task the appropriate team to find or develop SMS solutions for these systems.

Identify assets that are not currently addressed by a SMS

Determine which systems need an SMS solution

Estimate cost(s) to develop additional SMS tools

Recommend approach for developing SMS solutions

SMS – Implementation Plan, Task 4: Application and Data Hosting

Current SMS applications and data are maintained on different servers (e.g., BUILDER and BUILDER data is hosted on servers at CERL, whereas PAVER and PAVER data is hosted at AFCEC-East). Having different SMS tools hosted by different entities complicates access issues and limits opportunities for efficient data storage. Alternative approaches to the hosting of SMS applications and data need to be considered and assessed so that highly reliable access and management of SMS can be as efficient as possible.

Identify alternatives for SMS hosting and estimate costs for each alternative

Evaluate the alternatives

Recommend SMS data hosting solution(s)

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SMS – Implementation Plan, Task 5: Education and Training

Integrating the use of SMS into how Air Force CE does business will require initial training for those who will be using SMS. With some SMS components still in development, the training available will need to adjust as new systems are brought into being. Thus, this effort will likely require a series of alterations until all SMS systems have been developed, fielded, matured, and are fully functioning. Training for new personnel will also be required, either by establishing a stand-alone course, and/or by revising existing continuing education courses at the Air Force Institute of Technology (AFIT) and possibly other training venues.

Develop a schedule of training for each target audience (e.g., installation users, MAJCOM users and HAF/AFCEC users)

Task appropriate teams to develop courses to be presented per the established schedule, keeping in mind revisions will be needed as SMS implementation matures

Review and adjust AFIT/CE continuing education course curricula to incorporate SMS (may require a series of adjustments as SMS implementation matures)

Ongoing

AFIT develop and maintain required SMS education and training program

AFIT maintain updates to existing Asset Management courses with required SMS information

SMS – Implementation Plan, Task 6: Equipment for Data Collection and Transfer

To fully exploit the capability of SMS, base-level personnel will need basic equipment that will allow them to capture facility condition data, whether as part of a scheduled BIA, routine periodic preventive maintenance, or service calls. In this task, alternatives to meet this need will be investigated and evaluated, and the process for procuring, distributing, and accounting for the equipment will be developed.

Assess equipment requirements to facilitate uploading/updating/refining SMS data

Research alternative options and estimate their costs

Evaluate alternatives and recommend solution

Develop acquisition, distribution, training, and accountability strategies for equipment

SMS – Implementation Plan, Task 7: Existing Data Collection and Migration

MAJCOMs and installations have developed tools to provide SMS-like functionality and have collected a significant amount of data to support these systems. Data collected and residing in these systems, which can be used to populate SMS, needs to be identified and migrated into the SMS.

Find built infrastructure data (i.e., research where it resides), which should be migrated to SMS

Research methods for migrating built infrastructure data and associated costs, both initially and on a recurring basis, where appropriate

Evaluate costs/benefits of migrating built infrastructure data against the costs associated with re-collecting and inputting the data

Recommend migration/collection approach

Execute approved migration/collection decision

Completed

SMS – Implementation Plan, Task 8: Continuing Data Collection and Refinement

The data necessary to completely populate the SMS far exceeds what can be accumulated and uploaded in a year or two.

Protocols are required to determine the frequency and intensity of inspections, plus what data needs to be entered/updated in a SMS to meet asset visibility needs.

Determine method(s) for initially populating SMS

Develop methodology for continual data updating/refinement

Complete linear segmentation for horizontal systems

Develop methodology for standardizing and auditing data

Determine if the right amount of data is being collected; request base input

Estimate costs associated with collecting and maintaining data

Develop standard contract language and tools to capture data from work performed by contract into SMS

Inspection minimums established by SMS Playbook and attached system Inventory and Inspection Manuals

Re-inspection established by SMS Playbook and attached system Inventory and Inspection Manuals

Inspection collection by contracts or by base personnel established by SMS Playbook

SMS – Implementation Plan, Task 9: Data Analysis, Reports, and Products

Applicable Reports

Major Tasks

Estimated Completion Date

Reporting

Description

The strength of SMS is in the analysis of the assessment data to determine investment or divestiture decisions. Budget constraints and reduced resources are driving the need for defendable investment choices. Protocols, detailed below, are necessary to identify the essential reports and analysis required to support investment decisions at the base level and provide visibility into enterprise-level asset management.

Base Level:

Identify why the data important (i.e., how is it used to produce tangible results)

Identify where SMS can create efficiencies in workload and resource allocation

Incentivize bases to maintain the dataset and focus work

Air Force Level:

Provide enterprise perspective on the health of systems

Articulate benefits/risks of investment vs. non-investment decisions

Support POM planning

Create dashboards (for all levels) to provide visibility of Key Performance Indicators (KPI)

Applicable Reports

The table below lists applicable data analysis reports and products for each SMS component.

SMS REPORT

BUILDER

Final 9 Report – Facility System Quick Review Final 4 - Equipment Details Final 7 - Work Action Summary QC3- Component Report QC5- Section Details QC6- Inspection Report Others in BUILDER Custom Reports - Specific to AF VAST Tool

FUELER TBD

PAVER

TBD

RAILER

ROOFER

Utilities TBD

Highlight

Populate a complete dataset that is actively maintained; (Tasks 1 – 9)

Develop appropriate reports/products (e.g., installation prospectus) to capture tangible results (i.e., feed into asset management)

BUILDER Custom Reports – Specific to US Air Force established

VAST Tool developed for operationalizing data

Additional SMS specific reports to be developed upon SMS module development and IOC

SMS – Implementation Plan, Task 10: SMS-TRIRIGA Interface & Systems Integration

Major Tasks

SMS represents a fundamental change in how business is conducted from the installation level through to the Air Staff.

Additionally, SMS implementation will be a very dynamic process. A strategic communication plan is necessary to consistently provide information to all levels of the CE community to continually emphasize the purpose for SMS and to advise on developments.

Regarding TRIRIGA and SMS interfaces, a BUILDER-TRIRIGA interface is currently being developed and is scheduled for release in TRIRIGA version 2.1. The resulting interface will automate some of the tasks that, at this stage, need to be performed manually in each system. Guidance will be distributed as it becomes available.

Determine the various communities to be reached, the appropriate methods of communications for each community, and the appropriate schedule/frequency of communications for each community

Develop templates for each communication outreach

Task appropriate entities to provide communications per the established schedule

SMS – Implementation Plan, Task 11: CE Capabilities Integration

Estimated Completion Date

The Directorate of Civil Engineers, Installation Strategy and Plans Division (A4CI) is conducting a business process reengineering (BPR) effort on an enterprise scale to improve and implement standardized CE processes. This Civil Engineering Capabilities process reengineering initiative, referred to as “CE Capabilities,” will apply to all functional communities in CE (e.g., Operations, Environmental, Energy, Real Estate) and provide guidance in obtaining and maintaining total asset visibility, identifying requirements, and developing plans to address gaps and meet mission requirements. The vision is that everyone, on a fundamental level, will be performing core tasks the same way. For example, the way the Operations community conducts inventory and condition assessments on buildings will be, in essence, the same way that the Readiness community will conduct inventory and condition assessments on expeditionary equipment. The best practices identified and instituted in one part of CE have the opportunity of exporting themselves to other areas of CE. During implementation, CE will operationalize the changes using a range of updates to doctrine, organization, training, materiel, leadership and education, or policy (DOTMLP-P). Visit the CE Transformation page on the CE Portal for detailed information.

There is a natural partnership opportunity between the CE Capabilities and SMS efforts. Many CE Capabilities’ concepts are founded in the SMS processes and principles, such as the enablement of total asset visibility to make informed decisions, develop justifiable requirements, and plan more reliably. The processes in this Playbook – assessing asset attributes, recording data in the system of record, and using that data for current and future needs – can serve as a real-world scenario to test CE Capabilities’ processes and tools as they mature. Both efforts can benefit from this two-way communication and mutual learning.

Leadership is keenly aware of the costs associated with collecting data, and it has taken steps to outline future processes to be used for deriving, receiving, validating, and collecting CE asset data. Once published, changes to how data is derived, received, validated, and collected will need to follow these procedures.

SMS – CE Capabilities Relationship

Integrate CE Capabilities standardized terminology into SMS processes and guidance (e.g., “built infrastructure” in place of the general term, “facility”)

Ensure periodic CE Capabilities representation at SMSIWG

Coordinate real-world scenario testing of CE Capabilities’ concepts and tools, such as the Data Management

Plan, Data Needs Request, Built Infrastructure Standards, etc.

CE Capabilities

Initiative Oversight

(AF/A4CI)

Identify concepts and tools that would benefit from SMS input Work with AFCEC/CO to coordinate testing with appropriate personnel Participate in the SMSIWG, as appropriate

SMS Playbook Owner

(AFCEC/CO)

Remain aware of general CE Capabilities concepts and strategic intent Inform evolution of SMS-related guidance and process standardization Participate in testing of CE Capabilities concepts and tools to benefit broader CE community before implementation

Regular reporting to CE Capabilities Program Manager (OPR: CE Capabilities Team)

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SMS – High Level

Measures of Success

Roles and Responsibilities Narrative

Introduction

This narrative describes the standardized and recurring process of conducting Built Infrastructure Assessments, recording assessment data into a SMS tool or comparable information repository, and utilizing the system outputs to analyze, plan, and forecast future work requirements at the base and for Air Force Real Property Assets. The corresponding process map depicts an ongoing process. This process provides an initial framework for installations to comply with the DoD Facility Condition Assessment mandate. It also provides a framework to ensure a sustained data set beyond initial assessments.

Note 1: This process assumes that installations have a current and accurate inventory of each of their real property assets, and the base is currently addressing the DoD mandate requiring all real property assets have a validated Facility Condition Index (FCI) by September 2017. As the Air Force implements the full suite of SMS, the SMS-derived FCIs will become the authoritative source in the real property records. Updates to real property records are made, as needed, while performing assessments.

Note 2: The CE asset class for Built Infrastructure includes airfields, buildings, building improvements, structures, utility systems, linear structures (e.g., roads, sidewalks, and railways), and Real Property Installed Equipment (i.e., equipment attached to and made part of buildings and structures). References to Built Infrastructure Assessments (BIA) include the three categories of Facilities, Utilities, and TNAP:

Includes vertical, horizontal, and Real Property Installed Equipment (RPIE)

Includes buildings, structures, utilities systems, improvements, and appurtenances thereto

Building: A roofed and floored facility enclosed by exterior walls and consisting of one or more levels that is suitable for single or multiple functions

Structure: A real property facility that is classified as other than a building, linear asset, or land

Linear Structure: Infrastructure whose function requires that it traverse land (such as roads, rail, pipeline, utilities, fences, or pavement)

RPIE: Government-owned or leased equipment that is permanently attached to and made part of buildings and structures (such as heating systems) but not movable equipment (such as plant equipment)

AMPs: Facilities, Utilities, and Transportation Networks and Airfield Pavements (TNAP).

Measures of Success

AFCEC/CO defined the measures below as indicators of progress towards meeting the DoD mandate and overall data integrity across the SMSs. AFCEC/CO will conduct quarterly base data pulls to ascertain these measures.

Attachment 6 - SMS Playbook (Including BUILDER)

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Table 1 Measures of Success

The roles and responsibilities defined here apply to all processes in this Playbook. More specific descriptions are provided in the respective SMS process narratives.

MEASURES CALCULATION TARGET BENEFIT MONITOR

Inventory / assessment completion (as a measure of the initial assessment required to meet the DoD mandate);

all assessments are considered “current” if performed within five years of the Sept 2017 mandate

Prerequisite: A facility is complete when all seven of the applicable key building systems are inventoried/assessed and recorded. If an applicable system is not assessed, then the facility is marked incomplete.

If a facility does not have all seven key building systems, Data managers will remove the absent system(s) record from the facility and make corresponding comments within the SMS.

Facilities: % of the installation's total square footage (as opposed to # of buildings) Utilities: % of total unit of measure (e.g., linear feet) TNAP: % of total unit of measure (e.g., linear feet, square yards for pavement)

100% by September

Compliance with DoD mandate to standardize Facility Condition Assessments, status tracking/troubleshooting

Data integrity (quality/accuracy)

Percent of quality/accurate data collected as measured through QC reports/data checks from SMS, Sub- AMP Manager validation, and field surveys.

Quality/Accuracy is comprised of:

1. Current within five years

2. Validity of ratings (percent of ratings within a given set of parameters

a. QC5 Report (inventoried but not assessed)

b. Major leaps in CI from year to year

c. MDI-based spot checks

3. Correlation between SMS data and RPAD data (as an indicator of alignment)

a. Percent assets recorded in

RPAD vs SMS

b. Percent of assets that match CIs

Identify data manipulation, anomalies;

audit readiness

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AMP Manager

Each installation will provide a primary and alternate SMS Point of Contact (POC) to work with AFCEC SMS POCs. Installation POCs should be from the Operations and Engineering Flight where possible.

Determines number of data managers, assessors, and read-only users at their installation Ensures accuracy of SMS data inputs for the installation

Note: These responsibilities correspond to the AMP Manager role and responsibilities delineated in P-Plan, Vol 2, Sec 1.1; it is the base prerogative in determining how best to fulfill this role.

Sub-AMP Manager

Serves as first line of defense in ensuring data quality for each SMS data Manages the Built Infrastructure Assessment Team (BIAT), ensuring data inputs are accurate, consistent, and understandable Performs quality assurance after the BIAT’s quality controlefforts

Note: These responsibilities correspond to the Sub-AMP Manager role and responsibilities delineated in P-Plan, Vol 2, Sec 1.2; BCE can determine how best to fulfill

Installation Built Conducts condition assessments and initiates updating of real property inventory, as Infrastructure required; updates asset work history, inputs data into the SMS, and performs initial quality

Assessment Team control prior to uploading to the SMS

(BIAT)

Table 2 Roles and Responsibilities

Narrative

Entry from New Construction, Replacement, or Major Repair

Entry from Initial Assessment Requirement

Entry from Established Battle Rhythm or Recurring Requirement

Process 1.0 – Conduct Built Infrastructure Assessment

This process provides guidance and instruction for base-level civil engineers to conduct Built Infrastructure Assessments, record assessment data into the appropriate SMS, and, as required, update the real property inventory (RPI). The following triggers initiate this process:

Facility changes, to include New Construction, Replacement, or Major Repair yielding a change in condition

Initial assessment to comply with the September 2013 DoD BUILDER mandate to “Standardize Facility Condition Assessments”

Established battle rhythm or recurring requirement, as determined by each base to maintain compliance (i.e., DoD mandate)

The Built Infrastructure Assessment Team (BIAT) coordinates assessment logistics with the base Asset Manager and conducts the assessment. After conducting the assessment, the BIAT performs quality control (QC) on the assessment data before uploading it into the appropriate SMS tool or comparable information repository. If required, the BIAT coordinates completion of the Department of Defense (DD) Form 1354, Transfer and Acceptance of DoD Real Property, or Air Force Form 123, Request for Changed Use of Real Property with the base Real Property Office (RPO) to initiate the update of facility inventory data in ACES-RP. For example, updates to facility inventory data would be required following Capital Improvement, acquisition, or improvement to Real Property that increases an asset or RPIE unit of measure.

Proceed to Process 2.0 Analyze and Plan Work

Attachment 6 - SMS Playbook (Including BUILDER)

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Process 2.0 – Develop Current-Year Requirements

Once the BIAT uploads assessment data into the SMS, the SMS generates various reports to document facility condition indices (FCI), work items, raw score lists, and consequence analysis models. The Sub-AMP Manager conducts a quality check of the SMS outputs and work with the AMP Manager to coalesce those requirements into actionable tasks or into projects that meet the Work Requirement Review Board (WRRB) or Facilities Utilization Board (FUB) packages. The AMP Manager presents the prioritized list of requirements to the WRRB and the WRRB determines approval on projects and assigns execution responsibility (i.e., Operations or Engineering). In-house projects are executed via the Work Management Playbook, while Engineering projects are programmed for year of execution and sent to the FUB for approval and prioritization. When a project is approved and funded, it is executed via the Project Execution Playbook. Approved requirements that are not funded remain in the system as “deferred” requirements and are used to inform the Forecast process. Any requirements deemed invalid will be removed from the system.

Proceed to Work Management Playbook, Process 3.0 Plan Work, Step 3.15 Review draft Facility Project

Process 3.0 – Forecast Out-Year Requirements

The Forecast process outlines how the Air Force will forecast future budget requirements, leveraging long-term projections enabled by SMSs. Each SMS will also provide a consequence analysis of investment decisions, which will consider impacts of not funding or deferring funding of requirements, particularly with respect to impact to remaining service life and total cost of ownership of the assets, as well as effects to probability of failure, consequence of failure, and resulting mission impacts. Forecasting provides visibility of needed work at the right time BEFORE costly and unrecoverable deterioration occurs. In addition, forecasting provides visibility into the scale of future requirements, which is integral to the process of developing procurement strategies and budgets.

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Attachment 6 - SMS Playbook (Including BUILDER)

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SMS – 1.0 Conduct Built Infrastructure Assessment

Roles and Responsibilities Narrative

Introduction

The Built Infrastructure CE asset class includes Facilities, Utilities, TNAP (e.g., roads, sidewalks, and railways), and Real Property Installed Equipment (i.e., equipment attached to and made part of buildings and structures). This process standardizes the collection and assessment of built infrastructure data, which informs a variety of asset management and investment planning work products (e.g., Activity Management Plan). Failure to follow instructions provided within this guidance may prevent requirements from receiving prioritization and/or funding consideration within the Air Force Comprehensive Asset Management Plan (AFCAMP) development and Integrated Priority List (IPL) execution.

Prior to conducting assessments, base AMP Managers should prioritize assets according to their value to the mission and current condition. From there, they identify, train, and equip a Built Infrastructure Assessment Team (BIAT), staffed either internally or by contract to perform the assessment. AFCEC will centrally manage assessments of bridges, airfield pavements, rails, and dams, in which case the BIAT will be formed by AFCEC Teams/AFCEC Consultants. The BIAT will comprise of different roles and experts depending on the asset(s) in need of assessment. The BIAT coordinates their approach with the applicable base Asset Manager(s) and performs the assessments, collecting and cleaning data prior to uploading to the applicable SMS. If at any time, a new asset is identified (e.g., found-on-base or requires a change in use), the Sub-AMP Manager provides the Real Property Accountable Officer (RPAO) the Real Property data from the assessments, as doing so will directly affect the base’s ability to leverage assessment data to make informed decisions in subsequent processes.

Each of the following roles applies to the installation:

AMP Manager

Prioritizes the built infrastructure to be assessed based on data provided by the Base Sub- AMP Manager

Ensures on-base BIATs are adequately resourced and trained to perform assessments Coordinates support for centrally-managedassessments

BIAT

Coordinates with the base AMP MANAGER and Facility Manager to arrange logistics and acquire pertinent facility data

Conducts inventory and the assessment Updates work history Performs initial calibration quality control of thedata Records data in the SMS Performs a gap analysis of the SMS data and…